Spirituality as Chaperone:

Overcoming Leadership 44-58 Challenges Post Covid

Abstract

The Covid 19 crisis and the economic havoc it has wrought are harbingers of the extraordinary challenges that organizations will face. The social and economic landscape has dramatically reshaped itself in the backdrop of huge migration fows, climate change and technological advances which led to disruption of industries, economies and the nations. Post COVID, the need for blended ethical decision making based on the philosophical tenet of Utilitarianism (Bentham,1781) and business-oriented pragmatism became an imperative. In order to maximize value creation for society, cognitive limitations (Kahneman, 2011) should be confronted. A parallel two system view of ethical decision making: intuitive and deliberative (Greene, 2015) enables comparisons creating more value. Business leaders need to shape the environment of ethical behavior. Effective nudging in behavioral research has been studied deeply. It can make the world a better workplace as people follow the behaviour of others, especially those who are in positions of power and prestige. Caring for others and society at large tilts decision-making in favour of creating values for all stakeholders. As new ethical challenges have been emerging in post covid times, building a new ecology which is purpose driven is the pathfinder through the haze of uncertainty. Focus on ESG concerns and SDGs require a compelling mission at the heart of every company’s efforts to enhance its positive impact on the environment and the society. Taking an intergenerational perspective that extends beyond the tenure of any management team requires moving from intention to results. The global society is facing enormous challenges and those who outperform others in this new era will survive. Spirituality refers to the “healing power” (Marx, 1987) that awakens a human being from his “indifference” toward others and makes him responsive in all of her/his manifestations. This paper posits that in post Covid times, organizations who follow System 2 (Kahneman, 2011) of deliberative thinking, which is slower, conscious, effortful, and logical will come much closer to rationality leading to more ethical behaviors. Spirituality-based management seeking balance between the extrinsic and intrinsic motivations will help check unfettered strategic rationality promoting spiritual engagement in dealing with indispensable moments of management.